Question: Provide a written evaluation that you plan to review with the employee

Question

Question:

Provide a written evaluation that you plan to review with the employee and then place in their personnel file. This will be based wholly upon the Background information provided for each employee.

During the meeting, the employee gave you additional insights which were captured in your notes. Provide your analysis and recommendations for what is your overall strategy is for dealing with this employee going forward (identify if there is a preferred model/approach which reinforces your strategy). This will be based wholly upon the Meeting information provided for each employee.

Background: In anticipation of your meeting you have reviewed Chris' file for the last year and notice:

Chris is a relatively new employee and has only been with the company for 11 months.

Chris had received a 3-month hire review to end probationary hire status early by another supervisor (who since was asked to leave the company due to their weak management skills). The 3 month review had lots of glowing and favorable comments regarding Chris’ attitude – but made no mention of specifics related to job performance, or quality.

Production ratings over the last 11 months show that Chris is all over the map. For the most part Chris is in the top 10% - but periodically slides in a given week to the bottom 20% of the department.

Quality ratings place Chris in the bottom 40% of the department (50% is the minimally acceptable rating).

Your observations of Chris is of a young person eager to please (first job since graduating from NDNU master’s program); but also seems to be moving to fast in working to be consistent in terms of production or quality. Chris definitely has ambitions but plenty of opinions as well too. On several occasions Chris has made suggestions how to improve processes and even reorganize the department to better be in line with company objectives (academic stuff learnt). While you appreciate Chris’ eagerness and zeal; Chris has problems with attention to details. One example is when a senior employee trained Chris on a particular inspection process – Chris originally excelled with it (high production and decent quality). However it was only a short time later that Chris took on the challenge (without asking) to re-analyze the inspection process and eliminate redundant steps (effectively shortening the time to complete it). While true it was an improvement for that specific task, there was problems down-stream with departments depending on getting all the data it was used to (something Chris was not aware of). There is also the issue of Chris’s impatience and wiliness to go over your head to give suggestions to the company’s president (in your eyes making you start to feel incompetent as a supervisor). Again it is Chris’ extra enthusiasm that is rubbing you the wrong way (your departmental meetings each week are now running an extra 30 minutes since joining your group due to the aggressive nature in questioning why things are done). Now to be fair many of the ideas (or less radical ones) are pretty good and long overdue; many of which you’ve brought up through the chain of command and have subsequently received good praise for the innovation coming out of your department. In terms of attendance Chris is an exemplary employee (first to show up, first to volunteer, last one to leave). However on several occasions Chris has been only-slightly tardy getting back from lunch. This you find because Chris is often trying to lecture the more senior employees on how to work smarter-not-harder (hence why Chris is starting to be shunned by some of the departmental veterans). You surmise that Chris is anxiously looking forward to having another glowing review and will undoubtedly seek advancement opportunities as well additional training in areas where Chris is yet qualified to work in or has the seniority to ask for. Aside from Chris’ eagerness and assertiveness which sometimes causes you minor annoyances; you also see there is real potential if you can just get Chris to focus more on consistent levels of productivity and increasing the quality by giving greater attention to details (whether Chris believes they are best or most efficient of doing things).

Meeting: Assume that you have concluded your meeting with Chris. Following is a transcript of his key talking points:

Chris started by correcting you that this is technically will be his second review since he had new employee review done at the end of his first 3 months (effectively ending the probationary hire status) and in that that review he had received glowing praise from his first supervisor. Overall Chris really really really likes working for this company and sees himself advancing up through the ranks pretty fast because this is exactly the type of organization in need of some of the concepts he learned at school. The only problem he really has been having is with the resistance to taking on many of the suggestions he has made to improve operational and organizational processes (he quoted one of his old professors lecturing how conflict is often good when it is used to spur innovation and so that is why he is so insistent with pushing for changes to how things are being done). He was proud to point out the one thing he learned at NDNU was that being a tad bit aggressive and asking for something is the only way to make things happen. Chris went on to refer to company’s president company-wide talk last week about the need for innovation and therefore is committed to helping the company change from being so archaic and backwards to being more lean and mean! Probably the most surprising thing Chris wanted to make known is that he is ready for some mentoring (or even informal training) on how to become a supervisor and ultimately join the management ranks

Explanation / Answer

Performance management is a procedure by which administrators and workers effort collectively to plan, design, monitor, review, evaluate and appraise an employee’s job goals, purpose and overall impact to the business policies and objectives.

It’s a constant and endless procedure and practice of setting goals, reviewing and evaluating the advancement, growth and development and providing an on-going training, instructions and opinion to make sure that workers are conveying to their intended purpose, aims and job related tasks and goals.

Business administrators must ensure to give a constant and regular performance feedback and should be able to establish a steady and clear lines of communication with their workers. Ongoing response and review should illustrate the expectations, moralities and job related tasks and goals on a consistent and regular basis all throughout the year and if possible should also communicate the related concerns that may add or divert from realizing and accomplishing the expected business principles and objectives.

Reviewing and evaluating a worker’s performance in an impartial manner, steadily, precisely and correctly requires adequate preparation and ground work on each employee’s job related tasks, goals and objectives by the business administrators and apparently the assessment process should adopt fact-based procedures and techniques to correctly review and evaluate the concerned employee’s performance.

It’s very crucial and important to ensure that performance reviews are not impartial the review process should be accurate, authentic and steady by making sure to incorporate a steady and transparent procedure of exchange of information by informing the concerned employee’s to chart out a list of their achievements over the period of one year then reviewing and discussing their accomplishments while actually completing the performance review process.

Constructive response, comment and viewpoint comprises of informing someone about noteworthy and respectable performance provided the feedback process is well-timed, unambiguous and regular. Acknowledgement for effective performance is a commanding, authoritative and dominant motivator.

Positive and productive feedback alerts an employee to an area in which performance could improve. It should be expressive, vivid and straightforward and should always be focused in actual implementation of the corrective measures with appropriate designed action plans.

The foremost concern and objective of constructive feedback is to facilitate employees to recognize, apprehend and understand about their current position where they actually stand in relation to the anticipated, fruitful and dynamic job and workplace behavior.

Self-assessment is a customary part of most performance appraisals which in fact makes use of the performance plan and assessment procedure as a guide for the workers to indeed review and evaluate their actual job performance.

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